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MoneySense

NatWestCricket Club GuideUnderstanding and managing yourclub’s finances

2nd EditionDecember 2010

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WelcomeNatWest has been supporting cricket since 1981 on both a local and professional level and isproud to work with the England and Wales Cricket Board (ECB) on a number of initiatives toensure the sustainable development of local cricket clubs. These include NatWest CricketForcewhich has attracted millions of pounds worth of investment into club facilities andinfrastructure and the NatWest OSCAs (Outstanding Services to Cricket Awards) whichcelebrate the dedication of club volunteers across England and Wales.

As part of its long running support of cricket, NatWest is committing to help cricket clubs withimpartial financial guidance through its MoneySense programme. This guide builds on thesuccess of MoneySense materials for adults, schools and businesses. MoneySense issupported by independent bodies such as the Personal Finance Education Group (pfeg) andthe Consumer Credit Counselling Service (CCCS).

"The England and Wales Cricket Board are delighted that NatWestare supporting cricket clubs with this MoneySense guide. It will nodoubt help clubs enormously with their finances and challengesmoving forward. Cricket clubs throughout England and Wales arealways looking for ways in which they can save or raise money andget best value from the funds they have. It is essential for clubs tobe able to invest in improved facilities and equipment, and sustain aquality club environment for all their current and future members.

I hope you find the NatWest MoneySense guide useful and wish allcricket clubs in England and Wales a long and prosperous future."

Mike Gatting, Managing Director, Partnerships, ECB

Why we’ve produced this guideThis guide has been produced to provide everyone from Chairpeople to Treasurers, VolunteerCoordinators to Sponsorship Committees – and every member, parent and player in between– with practical, inspiring and informative guidance that will help you manage and boost yourclub’s finances. Inside, you’ll find a guide to planning your club’s budget plus the tools you’llneed to oversee its day-to-day finances. There’s insight into the tax benefits of becoming aCommunity Amateur Sports Club (CASC). There are sections on funding sources, such asgrants and sponsorship. Plus, guidance on how to make the most of fundraising opportunitiesand harnessing the skills and dedication of your members. Finally, we take a look at howNatWest CricketForce and the NatWest OSCAs can benefit your club with tips and first-handexamples to help improve your cricket club management we hope all together this guide willhelp your club flourish.

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Contents

Page 4 Running your club’s finances: a back-to-basics guide

Page 6 Planning your club’s budget

Page 8 Should you become a Community Amateur Sports Club?

Page 10 How I do it: the Treasurer’s story

Page 12 Sources of funding

Page 14 DIY fundraising

Page 16 What can your members contribute?

Page 18 We can help

Page 20 For more important information

4 Running your club’s finances: a back-to-basics guide

Running your club’s finances: a back-to-basics guideEstablishing good financial habits can help you make the most of the money your cricket clubgenerates, whatever its size. From efficient record keeping to a Treasurer’s kit list, here’severything (and everyone) you need to manage your club’s finances.

The TreasurerEvery club will need at least one person dedicated to looking after its finances. Most clubsrecruit a volunteer with previous financial experience – often an accountant, someone whohas worked in banking, or who has run their own business. This provides a broad base offinancial know-how and gives them credibility with the club’s members. Larger clubs withmore complicated or time-consuming financial administration may establish a financial team,including a Treasurer, bookkeeper and, possibly, an accountant.

Even clubs with very simple accounts will tend to use computer records such as spreadsheetsand bookkeeping packages, so IT skills are important. Reliability, discretion andtrustworthiness are essential qualities in any Treasurer. Good communication skills areessential too; clearly explaining what money is needed and why it is needed can help speed upfinancial decision-making and boost fundraising efforts.

Money managementThere are a number of tasks involved in running a club’s finances. These include annualbudgets and cashflow forecasts; preparing accounts (frequency depends on club size);bookkeeping; cash handling and banking (match fees and bar takings, for example); payingbills and individuals; creating financial models for occasional or larger projects (such asbuilding a new clubhouse); and liaising with club committee members and outsideorganisations such as insurance companies. In addition, the Treasurer or another clubappointee may be responsible for negotiating costs with suppliers, stock control in the bar andcontrol of assets such as kit and equipment.

Income generationThe responsibility for sourcing and managing sponsors, applying for grants, organisingfundraising events and recruiting volunteers is often divided between different club members.To ensure good communication and speedy response to financial opportunities, you may wantto form a Finance Sub-Committee that reports directly to the Treasurer or Chairman.

Keeping accountsAccurate accounts and financial records are required for tax and VAT purposes, charityregistration and funding applications. Depending on the size, income and level of expenditure

5Running your club’s finances: a back-to-basics guide

of your club, you may decide between a simple income and expenditure record, with a file forreceipts, choose a computerised accounts or bookkeeping package, or employ the services ofan accountant. Electronic records should always be backed up in case computer files are lost.Some Treasurers recommend having more than one signatory for bank accounts to ensurefinancial transparency and accountability around the club’s money.

Handling cashThere is often a lot of cash moving around a cricket club at any one time. Match fees, bar andtuck shop takings, net costs, practice fees and payments for umpires, tea ladies and groundsstaff must all be carefully recorded and monitored. Treasurers often use a petty cash box tosecure money on match days, although some prefer to keep the cash on their person. It should be made clear to members exactly who is responsible for collecting match fees, bar takings and any other cash amounts, and the money and any receipts should be passedto the Treasurer to bank and file as soon as possible. Some Treasurers find that having ahealthy cash balance in the club’s bank account can help them negotiate on bank charges.You might also set a cash limit for current accounts, and move any extra money to a savingsaccount with a higher rate of interest.

Setting budgetsThe expected income and costs for the year are worked out by the club’s committee andshould be revisited periodically to ensure the budget is on track; and to work out ways ofstemming any shortfall if it is not. Regular financial reporting by the Treasurer to thecommittee is essential, but it’s also important to ensure that each club member knows theirfinancial responsibilities and the club’s income targets.

Cashflow and incentivesPlanning out-of-season social and fundraising events, hiring out facilities for year-roundprofits, spreading costs across the year and setting up direct debit schemes for monthlymembership fees can help ensure good cashflow for your club. You could also ensure setdeadlines for membership payments, give incentives such as discounts and prize draw entriesfor early payment, and reduced-price membership for siblings. A newsletter with informationon how much money the club has and how it is spent is another good way of encouragingfinancial support from members.

The Treasurer’s kit listOnline banking Lets you move excess cash into a savings account quickly and easilyChequebook or club credit card To pay suppliersPetty cash box For gathering match fees and receipts, and making cash payments such as tea expensesCash book For recording income and paymentsReceipt book To issue receipts for money receivedFiling system To store the club’s financial information, including previous recordsElectronic till and till receipts Keeps accurate records of bar takings, kit sales, etc.

6 Planning your club’s budget

Planning your club’s budgetBefore the first ball of the season can be bowled, a cricket club must plan its annual budget.Grounds must be maintained, kit replaced and nets hired. Without sound financial planning,the behind-the-scenes essentials that ensure matches go ahead simply cannot happen. A budget should factor in current aims, surprise expenses and long-term goals – and oncedecided, it shouldn’t be forgotten. Think of it as part of a business plan; review it regularly andadapt if club circumstances change.

FundingWrite down every source of income for your club and forecast how much money you willgenerate this year. Membership levies, match fees, grants, sponsorship, fundraising,clubhouse/pitch hire and social activities (bar, events) will all contribute to the club’s pot.

CostsAdd up your projected costs. Some of these, such as rates, will be fixed; others may varymonth on month. Accurately predicting your expenses will help you manage them better. Look back over past bills and read the small print on any hire agreements and loan rates. Thebiggest costs affecting cricket clubs tend to be grounds and premises maintenance, catering,utilities, kit and insurance. Do you have accurate quotes or good estimates for all of these?

Budget headingsThese will depend on the complexity of your club’s finances, but should give a clear andaccurate breakdown of all income and expenditure. Comparing actual totals against theamounts projected in your budget will help you spot holes in your accounts in time either tofind the required finances or to adjust your club’s plans accordingly.

Here is an example of cricket club budget headings, provided by Shifnal Cricket Club. The clubplays in both the Birmingham & District Premier League and the Shropshire League, and runsfive senior and six junior teams.

Trading account: bar account, catering account

Income: subscriptions and match fees; investment income; sponsors and advertisingboards; grants; coaching; fundraising events; facility hire

Expenditure: premises maintenance and development; premises sink fund; groundsmaintenance and development; cricket activity; cost of fundraising events; administration costs.

7Planning your club’s budget

Budget reviewsThe Treasurer should review the budget at least before each committee or financial meeting(usually monthly) in order to keep a clear view of the club’s finances, and more often if there iscause for concern. If it looks as if the club’s income will not cover its outgoings, prompt plansshould be made to revise the budget, increase fundraising or income-generating activity eitherto ensure there is no shortfall or to make savings.

Emergency/Contingency fundIf possible, clubs should operate a sink fund – money that is regularly put aside to cover one-off expenses, high capital costs or emergencies. Ideally (although it may not be possible),a club should have a year’s worth of expenditure put aside in a sink fund. A good aim might beto set aside an amount equivalent to 10% of your club’s costs each year, as contingencysavings. Grounds maintenance is one of the highest costs, it will cost more year on year tomaintain your ground. Unforeseen legislation and increasing costs are examples of increasedexpenditure so please be aware of this when planning your budget.

MarketingEffective marketing will help you attract, maintain and service sponsors who will bring moneyto help you run your club and realise its goals, whether that’s establishing a junior team orpainting the clubhouse. It is important that any marketing is self-financing and that your clubcan deliver what it promises. See sources of funding section for more information (Page 12).

Moneysaving ideas“Shop around for good deals on insurance and utilities. We recently saved £500 per annum by switching to ExtraCover, the ECB’s official Club Insurance Scheme.” John Woodworth, Treasurer, Chipping Warden and Banbury Cricket Clubs

“Order kit direct from the supplier as needed, rather than carrying large amounts of costly stock. We have £5,000 of assets in stock and we won’t sell it all.” John Woodworth

“In-kind donations can be as useful or better than money for some projects. We saved thousands on building a new cricket pavilion by using NatWest CricketForce as a driver to obtain timber, concrete and paint.” Nigel Wain, Cricket Development Officer, Kirby Muxloe Cricket Club

“Join with other cricket clubs to buy in bulk and save money. This can be useful for equipment and bar supplies.” Adrian Collins, Chairman, Shifnal Cricket Club

For more informationECB Marketing Your Club guide

www.ecb.co.uk/development/clubs-and-leagues/marketing-your-clubECB Insurance

www.ecb.co.uk/development/clubs-and-leagues/insurance

8 Should you become a Community Amateur Sports Club?

Should you become a CommunityAmateur Sports Club?Becoming a Community Amateur Sports Club (CASC) means clubs can benefit from mandatorybusiness rate relief and Corporation Tax exemption, and can claim Gift Aid on voluntarydonations. According to David Collier, Chief Executive of the ECB, the scheme has saved£15.5million for cricket clubs since its introduction in April 2002. The Government estimatesthat relief on business rates can save property-owning clubs an average of £2,000 per year.Not all cricket clubs meet the criteria to become CASCs, however, and others may not benefitfrom the scheme. If you fit the criteria please consider applying to become a CASC. Take alook at our guidelines to CASC, below:

Main CASC criteriaClub must be open to the whole communityIt must be organised on an amateur basisIts main purpose must be providing facilities for and promoting participation in one or moreeligible sports

• The managers of the club must be ‘fit and proper’ persons.

Main CASC benefitsMandatory business rate relief of 80% with possible further discretionary relief from localauthority for property-owning clubsExemption from Corporation Tax on trading profits if gross trading income is less than £30,000 per yearExemption from tax on profits derived from property, if that gross income is less than£20,000 per yearNo requirement to complete annual Corporation Tax return if income does not exceed these levelsCan reclaim £28.20 (£25.00 after April 2011) in tax for £100 donated to the club via theGift Aid schemeRelief from Inheritance Tax on lifetime gifts and bequests on death

• Individual donors paying income tax at the higher rates can claim tax rebates of £25.00(40% rate) and £37.50 (50% rate) for every £100 given.

9Should you become a Community Amateur Sports Club?

When you shouldn’t become CASC registeredYou want to pay players for playing or distribute income to membersThe potential benefits are too small to make a change in status worthwhileYou want to restrict membership and remain a private members club.

The CASC clubNigel Wain, Cricket Development Manager at Kirby Muxloe Cricket Club inLeicestershire, explains how his club benefits from CASC status“We have 40 senior players and 150 junior players, and we took the decision to join CASC tohelp us generate more income. We don’t pay rates, so we’ve homed in on the benefits of Gift Aid to the club. We no longer charge an annual membership subscription, as gift aidrelief is not allowed under the scheme. Instead, we charge match fees to cover our expensesand ask our supporters to make a Gift Aid donation to the club – because of the tax relief wecan claim; a £10 donation is worth £12.82 to us. The downside is that we can’t predict ourannual income as accurately as we could when charging membership fees. In the currenteconomic climate, people have less money to give, which has made raising funds moredifficult. The application process is fairly lengthy, which was a burden on our Treasurer. But now we’re a registered CASC all we need to do is give an annual report to HMRC ifrequested. It’s been a real benefit to our club.”

The non-CASC clubJohn Woodworth, Treasurer of Banbury Cricket Club in Oxfordshire, describes thedecision not to become a CASC“The main stumbling block to Banbury Cricket Club becoming a CASC was that we wouldn’tbe allowed to pay anyone for playing under the eligibility criteria. We have employedprofessional players in the past (although our current Australian player is only givenexpenses) and this will cause problems if we do so in the future. The scheme benefits a lot ofcricket clubs and we will look at it again when we lease/acquire our planned second ground.In the meantime, we’ll aim to make the most of our income in other ways.”

For more informationFind out more about CASC and download an application form atwww.hmrc.gov.uk/charities/casc/register.htm

There is also a dedicated website www.cascinfo.co.uk with more information.

10 How I do it: the Treasurer’s story

How I do it: the Treasurer’s storyJohn Woodworth is an experienced Treasurer at both a leading club side and a small villagecricket team. He explains how he manages the financial challenges faced by two very differentcricketing set-ups.

John Woodworth has been Treasurer of Chipping Warden village cricket club, which has asingle senior team, for 15 years. For the past five years he has also been Treasurer, PanelUmpire and manager of the Chance to Shine programme at Banbury Cricket Club inOxfordshire. The club has four senior teams; the First XI plays in the ECB Home CountiesPremier League and the remaining three compete in the Cherwell League against other clubsides in the county. Banbury Cricket Club also fields 11 youth teams, one ladies team, twogirls teams, a midweek team and two Sunday sides. John worked for NatWest for 27 yearsand believes that background has given him the experience and credibility to fulfil his Treasurerroles, particularly at Banbury Cricket Club. “Being Treasurer of Chipping Warden is my hobby.With Banbury Cricket Club I’m effectively running a business,” he says. “Every Treasurer should remember that if the money doesn’t add up, a club is not sustainablein the long term.”

Village club planningWhile the financial administration of both clubs begins with a forecast of income andexpenditure and a record of money moving in and out of the club accounts, he says the day-to-day management of the two clubs is very different. At Chipping Warden, John attendsan Annual General Meeting where he presents straightforward income and expenditureaccounts. “I ask the team what money they need to pay for items such as kit over the next 12months, and check on the state of equipment and any possible expenditure with the groundsstaff,” he explains. “I will then work out how much cash we need to generate from match feesand fundraising to cover these costs.” John will update the books every six months and cutsdown on paperwork by having set budgets for teas and grounds staff, which are paid in cashfrom the match fees each week.

“The most recent financial challenge at Chipping Warden has been buying a new mower,which cost £3,500,” John says. “We had the savings to pay for it, but we’re now down to£100 in the bank.” The club organises four fundraising events per year, including a spring feteheld jointly with the village church (this year’s fete earned church and club £1,200 each). Asponsored walk with Macmillan Cancer Support each autumn raises around £3,000 each forthe charity and the club.

Managing the club sideAt Banbury Cricket Club, John is part of a financial management team. He prepares writtenfinancial projections and cashflow forecasts for the year ahead. He also meets with theChairman around three times each week to discuss the management of financial issues.In addition, a bookkeeper looks after the payroll (there are three salaried administrative staff

11How I do it: the Treasurer’s story

and six paid coaches, as well as an Australian player who receives weekly expenses). Thebookkeeper also compiles monthly management accounts that he presents to the Committee,alerting them to any big expenditures. An administrative assistant handles sponsors, includinginviting them, Vice Presidents and Associates to club events. The club’s income comes frommembership subscriptions, sponsorship, fundraising events, and funding from the localauthority, the Oxfordshire Cricket Board, local charities and Sports Unlimited. The club hasalso received National Lottery funding in the past.

“Banbury Cricket Club has 25 sponsors, 14 hoardings that cost companies £300 per yeareach to have their name on, and a brochure that we sell marketing space in. The recenteconomic climate has meant that attracting and retaining sponsorship has become moredifficult and we’ve enlisted help from our membership to help replace firms that havedropped out,” explains John. “We run a 100 Club and hold social events to raise money, butthe bulk of our income comes from our membership. Money is tight in the off-season, whenthere are fewer income-generating opportunities. We’ve lost money for the past two yearsbut we’ve been working hard to cut down on costs. With several new sponsors on board, weaim to make a profit this year.”

John’s insight as Treasurer at two very different clubs shows how important it is to keep a closeeye on the budget, to review financial plans regularly and to build a contingency fund to coverlean sponsorship years or unexpected expenses. As he says: “The Treasurer might look afterthe money, but it’s essential to get involvement from everybody if a club is to achievefinancial security and to develop.”

Money talk: village-sideAnnual income and expenditure forecastsBooks updated every six monthsSet weekly fees for teas and groundsSavings account for contingenciesIncome from weekly match feesFour fundraising events per year, including joint initiatives.

Money talk: club-sideFinance team including Treasurer, Bookkeeper and Administrative AssistantAnnual financial forecasts and cashflow projectionsMonthly management accountsFinancial planning meetings, three times per weekBetween six and 10 people on payrollSavings account to cover contingencies and financial shortfallsIncome from membership fees, grants, sponsorship and fundraising.

12 Sources of funding

Sources of funding

Your cricket club may be fortunate enough that the week-by-week cash generated by matchfees and membership subscriptions, bar takings and social events is enough to cover itsrunning costs. But that isn’t always the case. Clubs often need to find other ways to boosttheir annual income, to balance their books, fund development projects, or pay for essentialmaintenance.

GrantsThe ECB is a valuable resource for cricket clubs of all sizes, providing financial assistance in theform of interest-free loans for the development of facilities and a Grant Aid scheme for capitalprojects for clubs who meet a set criteria. There are many other organisations, both local andnational, that may be able to offer much-needed cash for your club. Sources of fundinginclude:

Sport EnglandSport WalesSmall grant schemesLocal and national businesses and charitiesLocal, parish and district councils.

The ECB have compiled a comprehensive guide entitled ‘Sources of Grant Aid and Funding forCricket Clubs’ which includes over 20 possible sources and advice on applications. This can bedownloaded from www.ecb.co.uk/funding

How to write a good grant applicationYou don’t have to be Shakespeare to write a good grant application, but it helps to cover thefollowing points:

Will it benefit young players? Many organisations focus their grant giving on youthschemes. Explaining how better facilities will provide a safe environment for junior teams orthat a new scoreboard can help youngsters’ numeracy skills can improve your application’schance of success.Are you a well-managed club? Demonstrating good governance will encourageconfidence that any grant will be used effectively.Do you have Clubmark accreditation? This joint scheme with the ECB and Sport Englandhelps cricket clubs to develop a healthy club infrastructure. Accreditation shows thatstandards have been attained across four key areas.Is your club open to all? A non-exclusive club that offers membership to all sectors of thecommunity may have an improved chance of winning awards from certain grant-givers.

13Sources of funding

We did it: securing grantsDespite extensive flood damage in November 2009, Workington Cricket Club in WestCumbria continues to field three senior and six junior teams. Development Officer Malcolm Wood explains how grants are helping to secure the club’s future“At Workington Cricket Club we sustained devastating flood damage in 2009, resulting in the loss of our pavilion and equipment and serious damage to our ground. We put together a two-year recovery plan that looked at how much it would cost simply to restore the club facilities – and how much more it would take to build the club we really want to be. The final figure is £250,000, which is a considerable sum, but we’re using this as an opportunity to level out uneven parts of the ground, extend the clubhouse and function room and build an extension for new, larger changing rooms. Following suggestions in the County Cricket Board’s funding bulletin, we have secured funding of £30,000 from the Cumbria Flood Recovery Fund, £26,000from the Nuclear Decommissioning Authority, £10,600 from the ECB, plus pledges fromthe Rotary Club, West Cumbria Lions, Tesco, Asda and our local Neighbourhood Forums.We aim to build a new clubhouse and facilities by the end of 2010.”

SponsorshipDo not assume sponsorship is fixed income, but rather seen as the ‘icing on the cake’.Sponsorship packages attract investment to a club in return for promotional opportunities. The best candidates are national companies that have a presence in your community andlocal firms that are keen to advertise their services. Attracting sponsors and maintainingsponsor-club relationships is a demanding job and may request an investment in marketingmaterial. Your club may want to offer different levels of sponsorship, so it is not reliant on onebig sponsor to fulfil its sponsorship targets.

How to write a good sponsorship proposalBeing proactive and professional can help your cricket club to secure valuable funding frombusinesses:

Create a professional package. A well-presented document indicates a level ofprofessionalism in the club.Make an attractive offer. Outline what you can deliver to a sponsor – for example,shirt branding, signage, website links and programme advertising, and VIP seats or special events.Be clear about what you want. Specify the level of finance or other support you expect froma sponsor. You may want to offer a range of opportunities and costs, in order to attractdifferent levels of support.

14 Sources of funding

We did it: attracting sponsorshipNigel Wain, Cricket Development Manager at Kirby Muxloe Cricket Club,believes clubs have to be proactive to secure sponsorship.

“We have seven or eight sponsors that supply around 20% of our revenue. We takethe securing and management of sponsors seriously and have a subcommittee ofthree or four people responsible for sponsors and events. I’ve created a professional-looking sponsorship pack that is adapted to tailor our offering to potential sponsors –with the potential for up to 1,000 members and family visiting the ground during theseason, we believe we are an attractive option for companies looking for promotionopportunities. We offer a range of deals, including shirt branding and signage. We’d really like a sponsor to choose the £2,000 package for supporting our juniorteam, but that hasn’t happened yet. Recently, we have secured £200 from high-street store Next. And in 2008 we received junior and senior teamwear sponsorship to the value of £2,500 from a prominent building firm that were working in ourvillage. Our team saw an opportunity and took it.”

Dominic Warne, Senior Marketing Manager in the NatWest Sponsorship team,offers guidance on branding and being flexible when it comes to sponsorshipproposal.

“The most obvious thing everyone notices about cricket sponsorship is team shirtbranding and branding around the club or pitch. This is generally all about building the brand or awareness of a company. Local and regional brands will generally have a greater need for awareness than national brands. However, national companiesalready have lots of advertising and sponsorship in place, so think about the kind ofbenefits you can offer national companies in addition to branding opportunities, e.g. team-building, experiences and opportunities, tickets to events, productsampling, etc. Be flexible. The sponsor knows what they want from a sponsorship tohelp build their business. Don’t be rigid in your proposal. Demonstrate how you candeliver different benefits to meet their needs. What is it that you can give to a sponsorthat they can’t get elsewhere (from a local rugby or golf club, for example), or whichoffers better value than elsewhere?”

16 DIY fundraising

DIY fundraisingFundraising events are an important revenue stream for all clubs. They can involve thewhole club and families and be a great day out. Find out how to get stuck in.

From snail-racing to sponsored litter pick-ups, fun runs to fish and chip nights, getting club members, family and friends to take part in fundraising events can providea valuable boost to your cricket club’s finances. They can be a particularly importantsource of revenue in the off-season, helping to improve cashflow when there are nomatch fees to collect and bar revenues are down. As an added benefit, fundraising can also help promote the club within the wider community and build team spiritamong members.

Fundraising initiatives fall into three main categories: social events such as barbecuesand dance nights; sponsored events such as swimathons and sky dives; and ongoingincome generators like 100 Clubs, scratchcards and raffles. Providing a mix of activitiesthat demand different levels of commitment and financial support can reduce thelikelihood of fundraising fatigue and also attract a wider pool of benefactors.

No one wants to take the fun out of fundraising, but it’s essential to remember that agood profit should be the outcome of any event. Forecast costs before going ahead,keep tight control of expenses as you go along, and have a clear goal for the amountof money you want to raise. It’s a good idea to have a person or team to manage each event, with clearly defined responsibilities, so that poor organisation doesn’t letyou down.

Check all legislation and tax implications e.g. before embarking on a fundraisingproject please ensure you are compliant. If you are unsure please take sound financialadvice. In addition, please cross reference or take wording from ECB’s TechnicalSpecification TS5 pages 12 and 13 which contains information on VAT, Tax Relief,Refereshments and Catering and Alcohol Licences – available atwww.ecb.co.uk/facilities or www.ecb.co.uk/techspecs

In 2010, for the first time, NatWest launched a dedicatedfundraising event. NatWest CricketForce Fundraiser is designedto encourage clubs to get together over the August Bank Holidayweekend and raise funds to put towards the club and thefollowing year’s NatWest CricketForce. To find out more andregister your club, visit www.ecb.co.uk/natwestcricketforce

17 DIY fundraising

“Themed events always work well. Try a 1970s disco night or a Halloween party.” Adrian Collins, Chairman, Shifnal Cricket Club

“Profit can be 75% on a barbecue, but organising food takes time and volunteers. The ideal is to have an event where the ticket price covers costs and the bulk of money ismade on the bar.”Adrian Collins

“Race nights and band nights can raise between £300 and £1,000 for us and are verypopular with members. We buy discounted tickets on www.fundrazor.com and sell them at face value.” Nigel Wain, Cricket Development Mananger, Kirby Muxloe Cricket Club

“Raffles and scratchcards provide small but regular sources of income. They’re easy andinexpensive to organise and don’t demand a big outlay from members.”Nigel Wain

“We have a large ground, so last year we held Valentine Rock, a one-day, 11-hour musicfestival on two stages. The event raised over £2,000, of which we kept half and gave theremainder to the RNLI and the Lions. It was so popular we’ll be making it bigger and betterthis year.”Malcolm Wood, Club Development Manager, Workington Cricket Club

“Holding joint fundraising events is a good way of raising their profile and ensuring a goodturnout. The first year we held a spring fete, we didn’t have many attendees. Now we hold itwith the village church and raise around £1,200. A sponsored walk in association withMacmillan Cancer Support generates around £3,000.” John Woodworth, Treasurer, Chipping Warden and Banbury Cricket Clubs

How to fundraise effectivelyProvide a focus - Knowing that the money is going towards a new roof for the clubhouse or the junior team’s kit will help galvanise support and inspire the widercommunity.Set a financial goal - This will help you keep costs down and can encourage members to be generous in helping you reach your target.Talk to your members - Find out what sort of events they like to attend and tailor yourfundraising efforts to suit.Don’t rely on one event - Organising a range of events, both large and small, over a year will provide a backup if the big summer barbecue is a washout.Sell tickets in advance - This will help you forecast your income and ensure a good turnout.

18 What can your members contribute?

What can your memberscontribute?It’s not just runs and wickets that your members can contribute to your cricket club. They area huge resource of skills and labour that can save your club thousands of pounds in essentialrepairs and maintenance. Many clubs rely on word-of-mouth recommendations when it comesto tapping into this bank of talent. However, an organised ‘skills audit’ can let you build adatabase of volunteers, which allows you to make the most of their knowledge. Here are someideas to help you maximise your membership’s skill set:

Create a skills register - Asking your members what they can contribute creates anexpectation of involvement, enables you to identify skills and makes recruiting volunteers forspecific jobs easier. It means you can complete jobs efficiently, maximising cost savings.Skills audits are important as they help to identify less obvious talents. You may know that amember works as a builder or electrician, but did you know that the umpire is a keenamateur chef who is willing to cook at the fundraising barbecue?Appoint a volunteer coordinator - A dedicated person or volunteer team can buildrelationships with players, parents and interested parties, matching those jobs that needdoing to the people who are willing and best able to do them. Involve as many people as possible - “It’s better to have more people doing a bit than afew people doing a lot, otherwise there’s a danger they will get fed up and leave the club.”Nigel Wain, Cricket Development Manager, Kirby Muxloe Cricket ClubGive plenty of notice - Telling people in advance when their skills will be needed meansthey can put the date in their diary, which gives them less of an excuse not to get involved.“If we’re planning an upkeep weekend in April, I tell members in February to ensuremaximum turnout.” Nigel WainBe clear about the outcome - “It’s important to give volunteers an end vision for theirefforts. Knowing that their work will help fund new kit for their child’s junior team, or thatpainting the changing rooms will make getting ready more pleasant, will encourageinvolvement.” Nigel WainRemember to say ‘thank you’ - “Every year the team captains cook and serve a three-course meal for all our volunteers: the tea ladies, grounds staff, scorers and parents. A littlethank you goes a long way when it comes to encouraging involvement. We also have aClub Person of the Year award that recognises the contribution of one outstandingindividual.” Malcolm Wood, Development Officer, Workington Cricket Club

“We recently completed a skills register at the club. One player had been a member for twoyears, but I only found out during the audit that he is a builder. He has just built us a brickbarbecue, supplying the materials and labour for free. That saved us £250 – the equivalentcost of a junior kit.” Nigel Wain, Cricket Development Manager, Kirby Muxloe Cricket Club

Calling all young volunteers!It’s often older club members who make the sterling effort of running and developing a cricket club. But recruiting younger assistants in their teens and twenties can help keep a club vibrant and ensure it connects with members across the generations. It also helps to sustain the club in the long term, as Assistant Treasurers and YouthVolunteer Coordinators go on to take over more advanced roles in the future. There are benefits for youth helpers, too. Negotiation and leadership skills, as well as knowledge of business skills gleaned from helping to manage a club’s finances, can be attractive qualities for potential employers. For more information onvolunteering, visit www.ecb.co.uk/development/volunteering

“Our 18-year-old volunteer coordinator galvanises members of his own age group to docoaching, collect money and organise events. It helps to establish a long-term commitmentto the club.”Nigel Wain

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We can helpNatWest has been supporting cricket for 30 years. Its initiatives have helped hundreds ofteams to develop their clubs, and have celebrated many of the volunteers who give their timeso generously to ensure that matches are played, teas served and partnerships developed withbusinesses and communities. Two initiatives in particular have proven to be of real financialand practical worth to cricket clubs: NatWest CricketForce, which aims to rejuvenatecricketing facilities, and the NatWest OSCAs, which recognise the vital contribution ofvolunteers. As Helen Page, NatWest Managing Director for Marketing says, “The hard workand commitment of volunteers is invaluable and we are extremely proud to be associatedwith the development of the sport at a grassroots level.”

If your club hasn’t already taken advantage of these schemes, take a look at what they canoffer…

NatWest CricketForceNatWest CricketForce encourages cricket supporters, their families and friends to givesomething back to their local community cricket club by volunteering to undertake renovationsto clubhouses and grounds. There were a record number of cricket clubs participating inNatWest CricketForce 2010. With 1,642 clubs and 85,000 volunteers, it is the largestvolunteering event in sport in England and Wales.

NatWest CricketForce focuses on a pre-season weekend when there are targeted events thatrally volunteers to complete a specific task, whether that’s painting sight screens, repairingthe pavilion, or raising a certain sum of money. In the process, it helps build partnershipsbetween cricket clubs, businesses, volunteers, communities, the media, local authorities andthe Government.

Whether your goal is large or small, you can find out how to get the most out of NatWestCricketForce by downloading a step-by-step guide to organising your event from the ECBwebsite - www.ecb.co.uk/natwestcricketforce. Tips include:

Set long-term aims for how it will benefit the clubAppoint an enthusiastic project leaderClarify responsibilityOrganise publicitySet event criteriaSet clear objectives for the weekendWork up motivationMake it happenCelebrate!

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“NatWest CricketForce is the best initiative we have found for rallying recruits to help usmaintain the club. And it has saved us thousands of pounds in the process. We recently useda NatWest CricketForce weekend to get our boundary walls painted. We have a large groundand it would have cost us around £3,000 to get professionals to paint it. Instead, we had the paint donated and a willing set of volunteers who supplied their time and paintbrushes for free.” Malcolm Wood, Development Officer, Workington Cricket Club

NatWest OSCAsThe NatWest OSCAs (Outstanding Service to Cricket Awards) were created to recognise thevolunteers who work tirelessly to ensure the smooth running of cricket clubs across thecountry. Without their contributions, the game would not survive. England player AlastairCook, who presented the awards in 2009, said: “A strong England team and a flourishinggrassroots game go hand in hand. You all have a vital role to play in nurturing the nextgeneration of England cricketers and I want you to know that everyone in the currentEngland team fully appreciates the importance of what you do.”

In 2010, the ceremony was held at Lord’s and had seven awards categories: Behind theScenes; Building Partnerships; Leagues and Boards; Lifetime Achievement; NatWestCricketForce; Officiating – Umpiring and Scoring; and Young Volunteer.

The majority of counties hold their own County OSCAs, and it is the seven category winnersfrom each county who go on to contest the national NatWest OSCAs. Counties that don’thave OSCAs will accept nominations in each of the categories. These will be independentlyjudged and the seven volunteers will be put forward for nomination and attendance at theNatWest OSCAs.

You can contact your County Cricket Development Manager or visit your county board’swebsite for more details.

“In 2005 we were recognised with an OSCA nomination for our success at using NatWestCricketForce as a means of recruiting volunteers and materials. A bid to the National Lotteryfor funds to improve facilities had been turned down, but we didn’t give up. In fact, wemanaged to complete around £76,000 worth of work for an outlay of only £3,000.” Malcolm Wood, Development Officer, Workington Cricket Club

Register your club and find more informationwww.natwest.com/cricketwww.ecb.co.uk/natwestcricketforcewww.ecb.co.uk/natwestoscas

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For more informationNatWestwww.natwest.comPersonal and business banking products and advice. Supporter of NatWest CricketForce andNatWest OSCAs, in association with the ECB.

www.natwest.com/cricketIncludes player interviews, cricket masterclasses and match highlights, as well as tools andtips for clubs.

www.natwest.com/moneysenseFree, impartial guidance to help you understand your money. Also included is information onMoneySense for Schools and MoneySense for Business.

Cricket organisationsEngland and Wales Cricket Boardwww.ecb.co.ukGoverning body for all cricket in England and Wales, including support for grassroots clubs onmanaging and funding. Offers an interest-free loan scheme for clubs and ECB Grant AidScheme, as well delivering annual NatWest CricketForce and Natwest OSCAs initiatives, tosupport development of clubs.

The Lord’s Tavernerswww.lordstaverners.orgThe official national charity for recreational cricket. Raises money to give young people,particularly those with special needs, a sporting chance.

Sports OrganisationsRunning Sportswww.runningsports.orgFunded by Sport England. Supports sports clubs and volunteers, providing resources andworkshops on subjects such as managing club finances.

Sport Englandwww.sportengland.orgInformation on a range of funding programmes open to cricket clubs.

Sport Waleswww.sports-council-wales.org.ukSource of funding for sports clubs in Wales, as well as links to other grant-giving bodies.

TaxCommunity Amateur Sports Clubwww.cascinfo.co.ukScheme offering tax relief and fundraising via Gift Aid to sports clubs.

HM Revenue and Customs (HMRC)www.hmrc.gov.ukGuidance on Corporation Tax self-assessment and Community Amateur Sports Club eligibility criteria.

NatWest would like to thank Plummer Parsons Chartered Accountants and Richard Baldwin, Chair of the CASC Development Forum for their contributions to the CASC section of this guide.

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